human resource management : concept and perspective evolution ans its philosophy, challenges in changing environment and the issues in India.
ALL MBA STUDENTS
3. Human resources is a term used to describe the
individuals who make up the workforce of an organization
Human Resources refers to a function within an
organization charged with the overall responsibility for
implementing strategies and policies relating to the
management of individuals i.e., the HR management of the
organization.
5. HR Management
In simple words, HRM can be defined as:
Organization’s methods and procedures for managing
people to enhance skills and motivation.
Activities to enhance the organization’s ability to attract,
select, retain and motivate people.
6. DEFINITIONS
HRM encompasses those activities designed to provide
for & coordinate the HR of an organization– BYARS &
RUE
HRM is a function performed in an organization that
facilitates the most effective use of people to achieve
organizational as well as individual goals-IVANCEVICH &
GLUECK
8. The HR managers have now started speaking the language
of business. The seek to justify the economic value of
their actions.
THERE ARE TWO COMMON THINGS TO ALL BEST
EMPLOYERS.
1. They build an inventory of people practices that are both
unique & tailored for their firms.
2. They take trouble to painstakingly create a work
environment that gets best out of their employees.
10. Importance of Human Factor
1. Output will be greater than the input.
2.Each individual is different from culture, education,
environment, background etc.
3.We can’t purchase the loyalty, .dedication, devotion towards
the organization.
4.As time passes, human factor can bring experience to
organization to accept the challenges.
5.Recent developments like legislation, trade unions enhanced
their importance.
11. Line and Staff Aspects of HRM
• Line manager
– A manager who is authorized to direct the work of
subordinates and is responsible for accomplishing the
organization’s tasks.
• Staff manager
– A manager who assists and advises line managers.
12. Line Managers’ HRM Responsibilities
1. Placing the right person on the right job.
2. Orientation for new employees in the organization.
3. Training employees for jobs that are new to them.
4. Improving the job performance of each person.
5. Gaining creative cooperation and developing smooth
working relationships.
6. Interpreting the firm’s policies and procedures.
7. Creating and maintaining department morale.
8. Protecting employees’ health and physical condition.
13. NATURE OF HRM
HRM involves the application of management functions &
principles. The functions & principles are applied to
acquisition, developing, maintaining & remunerating
employees in organizations.
Decisions made must influence the effectiveness of an
organization & this effectiveness of the organization
must result in betterment of services to customers in the
form of high quality products supplied at reasonable
costs.
HRM places emphasis on attitudinal & behavior
14. CONTD..
HRM functions are not only confined to business establishments only.
They are applicable to non-business organizations too, such as
education, health care, recreation & the like.
HRM functions & activities are designed & carried out in order to
maximize both employee as well as organizational effectiveness.
Decisions related to employees must be integrated.
HRM helps to improve the organizational efficiency, work culture, job
satisfaction, better productivity & better understanding of human
relations.
15. SCOPE OF HRM
HRM
CONTROL
• HR audit
•HR accounting
•HRIS
MAINTENANCE
•Remuneration
•Safety & health
•Motivation
•Social security
•IR
•Performance
appraisal
DEVELOPMENT
•Training
•Career
development
•OD
ACQUISITION
• HRP
•Recruitment
•Selection
•Placement
16. CONTD..
The national institute of personnel management, Calcutta,
has specified the scope of HRM as:
1. THE LABOR OR PERSONNEL ASPECT: Planning,
recruitment, selection, placement, transfer, promotion,
T&D, layoff, retrenchment, remuneration, etc.
2. WELFARE ASPECT: Canteen, crèches, rest & lunch
rooms, housing, transport, medical assistance, education,
health & safety, etc.
3. IR ASPECT: Union-management relations, settlement of
disputes, grievance management.
17. OBJECTIVES OF HRM
The basic objective of HRM is to ensure that there are
right people at the right time & at the right place. This
basic objective is sub-divided into following sub-objectives:
To help organizations achieve/attain its goals effectively
& efficiently by providing competent & motivated employees.
To utilize available HR effectively.
To increase to the fullest employee’s job satisfaction.
To ensure maximum individual development.
18. CONTD..
To help maintain ethical policies & behavior inside &
outside the organization.
To develop & maintain quality of work life which makes
employment in the organizations a desirable personal &
social situation.
To establish & maintain cordial relations between
employees & management.
To reconcile individual/group goals with organizational
goals.
To ensure respect for human personality & the well being
of each individual.
20. FUNCTIONS OF HRM
They are broadly classified as:
1. Managerial functions: It includes the following:
• Planning
• Organizing
• Staffing
• Directing
• Controlling
25. Functions of HRM1-9
The Strategic Role Of Human Resources Management
– Planning
–
Organising
– Directing
–
Controlling
Operative Functions
P/HRM
Managerial
functions:
Procurement
Job Analysis
HR planning
Recruitment
Selection
Placement
Induction
Internal
mobility
Development:
Training
Executive
development
Career
planning
Succession
planning
Human
resources
development
strategies
Motivation and
Compensation:
Job design
Work scheduling
Motivation
Job evaluation
Performance
and potential
appraisal
Compensation
administration
Incentives
benefits and
services
Maintenance:
Health
Safety
Welfare
Social
security
Integration:
Grievances
Discipline
Teams and
teamwork
Collective
bargaining
Participation
Empowerment
Trade unions
Employers’
associations
Industrial
relations
Emerging
Issues:
Personnel
records
Personnel
audit
Personnel
research
HR
accounting
HRIS
Job stress
Mentoring
International
HRM
26. EVOLUTION OF HRM
Trade Union Movement Era
Social Responsibility Era
Scientific Management Era
Human Relation Era
Behavioral Science Era
Systems Approach Era
Contingency Approach
Human Resource Approach
27. HRM & ITS ENVIRONMENT
Environment may be understood by all those factors which
have their bearing on the functioning of various activities
including HR activities.
Analysis of environment is useful for the HR manager &
his/her team in order to become proactive & not remain
reactive to the environment.
29. HRM Models
1. The Fombrun
2. The Harvard
3. The Guest
4. The Warwick
30. The Fombrun, Tichy & Devenna Model
Selection
HRD
APPRAISAL
ORGANIZATION
EFFECTIVENESS
REWARDS
31. • Being the first model (dates back to 1984), this
emphasizes just four functions and their
interrelatedness. The four functions are:
selection, appraisal, development and rewards.
These four constituent components of human
resource management and are expected to
contribute to organizational effectiveness.
• The Fombrun model is incomplete as it focuses
on only four functions of HRM and ignores all
environmental and contingency factors that
impact HR functions.
33. The Harvard model
• (1984) which use as an as a strategic map to concentrates on the soft
aspect of HRM. It describes employee commitment. It also shows that
employees needed to be competent and cost effective. This model has
six basic components. Such as;
• Stakeholders interest - shareholder, management, employee groups,
government, unions
• Situational factors- workforce characteristics, business strategy and
conduct, management philosophy, Labour markets, unions, task
technology, social and law values,
• Human resources management policy choices – employee influence,
hr. flow, rewards, work system
• Human Resources outcomes- commitment, competence, congruence,
cost effective
• Long term consequences- individual well being, organizational
effectiveness, societal well being
• Feedback loop
35. • (Guest, 1997) works on as integrated Human Resources
Management practices will result to superior individual
and organizational performance .The concept describes
HRM strategies such as differentiation, innovation, the
focus on Quality and cost reduction will increase good
practices which influence the quality of the outcome,
commitment and flexibility by training, appraisal,
selection, rewards, job designs, involvement, and
security. The final outcome will be positive productivity,
with innovation, and decrees Labour turnover, fewer
conflicts and less customer complaints.
36. • Yet another human resource management model was developed by David Guest in
1997 and claims to be much superior to other models. The details will justify the
claim. This model claims that the HR manager has specific strategies to begin with,
which demand certain practices and when executed, will result in outcomes. These
outcomes include behavioral, performance related and financial rewards.
• The model emphasizes the logical sequence of six components: HR strategy, HR
practices, HR outcomes, behavioral outcomes, performance results and financial
consequences. Looking inversely, financial results depend on employee
performance, which in turn is the result of action oriented employee behaviors.
Behavioral outcomes are the result of employee commitment, quality and
flexibility, which, in turn are impacted by HR practices. HR practices need to be in
tune with HR strategies which are invariably aligned with organizational strategies.
• The claim of the Guest model that it is superior to others is partly justified in the
sense that it clearly maps out the field of HRM and delineates the inputs and
outcomes. But the dynamics of people management are so complex that no model
(including the Guest model) can capture them comprehensively.
38. Warwick model: was developed by Hendry and
Pettigrew (1990). It is on analytical approach
to Human Resources Management. It also
recognizes the impact of the role of the
personnel functions on the human resource
strategy content. : Outer context, inner
context, business strategy context, HRM
context, HRM content
39. This model was developed by two researchers, Hendry and Pettigrew of University of
Warwick (hence the name Warwick model). Like other human resource
management models, the Warwick proposition centers around five elements
• Outer context (macro environmental forces)
• Inner context (firm specific or micro environmental forces)
• Business strategy content
• HRM context
• HRM content
The Warwick model takes cognisance of business strategy and HR practices (as in the
Guest model), the external and internal context (unlike the Guest model) in which
these activities take place, and the process by which such changes take place,
including interactions between changes in both context and content. The strength
of the model is that it identifies and classifies important environmental influences
on HRM. It maps the connection between the external and environmental factors
and explores how human resource management adapts to changes in the context.
Obviously, those organizations achieving an alignment between the external and
internal contexts will achieve performance and growth.
40. Shifts in HR management in India
1-19
The Strategic Role Of Human Resources Management
Emerging HR practice
Strategic role
Proactive
Key part of organizational
mission
Service focus
Cross-functional teams,
teamwork most important
People as key
investments/assets
Traditional HR practice
Administrative role
Reactive
Separate, isolated from
company mission
Production focus
Individuals encouraged,
singled out for praise,
rewards
People as expenses
41. 3-22
Designing appropriate HR systems
Issue Focus on
Nature of employment : Job/Career
Recruitment : Internal/external/both
Selection : Merit/other considerations
Training and employee : 6 months/yearly
development actions Regular/irregular/need based
Degree of participation : Top down/bottom up
Incentives : Individual merit/group output
Job security : Lifelong employment/need-based jobs
Employee welfare : Be a model employer (offer those that
are needed by law.)
42. CHALLENGES TO HR PROFESSIONAL
Worker productivity
Quality improvement
The changing attitude of workforce
The impact of government
Quality of work life
Technology & training
